职能BP身处天然修罗场，能做好是奇迹

Group 1 - The article discusses the transformation of functional departments into a three-pillar structure consisting of Business Partners (BP), Centers of Excellence (COE), and Shared Services Centers (SSC) to enhance business understanding and operational efficiency [1] - Initially, the introduction of BP is met with resistance from business department leaders who perceive it as a lack of trust from management [2][3] - Over time, business leaders may reluctantly accept BP, viewing them as assistants to facilitate communication with headquarters [4] Group 2 - Business leaders often undervalue the expertise of BP, particularly in HR, believing that their primary role should be straightforward tasks like recruitment rather than strategic contributions [5] - A good BP is expected to communicate effectively, provide accurate feedback, supervise the implementation of policies, empower the business, and ultimately contribute to operational results [6][7] - The interests of business leaders often conflict with those of the company owner, as business leaders seek autonomy and resources while owners prioritize standardized management and performance accountability [9][10][11] Group 3 - Crisis situations can lead to collaboration between HRBP and business leaders, as performance pressures and resource accountability create a need for professional support [14][16][17] - Specific crises that may prompt this collaboration include performance pressures, resource responsibility, and internal inefficiencies [16][18] - HRBP must seize opportunities during crises to demonstrate their value; failure to do so may result in being perceived as merely administrative support [19]